Evaluate performance with a three-step plan

first_img Comments are closed. Previous Article Next Article Related posts:No related photos. If you’re working in the international area of your HR shop, you are facedwith daily questions of who’s the best, why, and where are they. A few weeksback, I wrote about the importance of succession planning. Now let’s talk aboutthe performance management component of understanding what and how your keyplayers are delivering. As your company grows its presence outside the UK, one of your keydeliverables will be the effective assessment and management of the performanceof your teams and leaders overseas. Most global companies have fairly robust performance management processes inplace in the country hosting their headquarters. A frequent chance forimprovement rests in their use outside the HQ. To start with, ask yourself whether your performance management process evenreaches across borders. Can you look at the performance ratings of yourmanagers in Bangkok, Brussels or Boston? Do you truly understand what you arelooking at? Do you understand the differences, as well as the similarities? At the very least, your process must examine three things: – It must look at the hard and soft measures of success against specific,locally-relevant objectives. This is particularly important because performanceagainst specific ratios or benchmarks may appear different in a local countrythan at HQ. While some efficiencies can be looked at comparatively across borders, youcannot do so blindly – you must also look at local benchmarks and comparators.Just because efficiency rating No.12 is 15 per cent in the UK, doesn’t meanthat it must be 1 per cent in Malaysia. What are your competitors doing? Whatis the marketplace telling you? And, more importantly, do you know why? – Performance management must look beyond simply what is accomplished.Instead, look at how things are done, by both your expatriate managers and byyour local, national managers. This is essential, as the best way to get thingsdone may vary from country to country, and culture to culture. Although businessresults may be similar, behaviours that are fully embraced in the UK may wellwreak havoc in Japan. It goes without saying, of course, that reviewing managers must have a localcultural context as they review performance results in the foreign location. – Your performance management process should identify gaps in either resultsor behaviours. With this, the planning process must look forward to developmentand mitigation. As before, it’s important that you, as the HR lead, are closeenough to your business units that you can ensure development plans are locallyrelevant. In some companies, headquarters systems may automatically produce aset of developmental activities or skill acquisitions. Review them carefully,and then decide whether they are culturally appropriate for the location inquestion. By Lance J Richards, GPHR, Senior director of international HR for KellyServices and advisor to SHRM Evaluate performance with a three-step planOn 25 May 2004 in Personnel Todaylast_img read more